The Wiley Guide to Project, Program, and Portfolio Management

John Wiley and Sons Ltd, Oct 2007, Pages: 360

Much of project management writing addresses only the basics of time, cost, and scope management (or people and organizational issues) and fails to address the day-to-day nuances that become so important in practice. The reality is that there is far more than this to managing projects successfully.

Portfolio Management: Optimizing for Success

American Productivity & Quality Center (APQC), Jan 2007, Pages: 125

There are two ways for an organization to succeed at product innovation: doing projects right and doing the right projects. Most product innovation prescriptions focus on the first route via a better innovation process, from effective project management to using cross-functional teams and building in the voice of the customer. Portfolio management, the topic of this study, focuses on the second route, namely on doing the right projects. Effective portfolio management has become an important competitive weapon that can used to achieve a strategic advantage in today's tough business environment.

IT Governance - Managing Portfolios, Projects, Processes, and People

Butler Group, April 2007, Pages: 255

Whether an organisation views IT as a strategic capability involving significant investment, or purely as a support service to be delivered at minimal cost, the reality is that all are dependent on information systems as an integral part of many business processes.